Learning Resources

Abstract: Implementing Sustainable Change in Higher Education: Principles and Practices of Collaborative Leadership
by Brent D. Ruben
Stylus Publishing: Sterling, Virginia: 2022
229 pages
ISBN: 978-1642674415

How should higher education leaders take on the challenges of change? In Brent Ruben’s Implementing Sustainable Change in Higher Education: Principles and Practices of Collaborative Leadership, the author says there’s no simple approach. Instead, he encourages leaders to “understand and leverage the dynamics of change; lead collaboratively and meaningfully; engage one’s colleagues; and adopt and pursue a shared vision of organizational purpose and aspirations.”

Abstract: A Practical Guide to Strategic Planning in Higher Education is a resource for anyone engaged in college or university strategic planning; it is also an excellent primer for planning committees. Using clear definitions, practical tips, and examples drawn from actual situations, this short book acts as a manual for both experienced planners and those who are new to the process. This second edition also contains new strategies for using an institution’s strategic plan during times of institutional upheaval, and additional techniques for jump-starting various parts of the planning process.

Abstract: Is a strategic plan necessary for institutional success? In preparation for a new strategic plan at UTEP, we reviewed literature and found many publications that described the procedures of plan making and also case studies of how plans are produced. We also found substantial literature that questioned the value of strategic plans. These findings prompted us to think about the historical and theoretical basis for strategic plans: How did they emerge, what is their theoretical value, and is there a right way to do them? In our article we offer surprising answers to these questions based on a review of a century of theory and planning literature.

Abstract: Today we find our institutions barraged by the forces of change, and dutifully we respond. Over time, however, we end up molding our institutions to these forces to our own peril, and now U.S. higher education is on the ropes, so to speak. We believe education leaders should take hold of our destinies and shape our industry not by the forces of lackluster government policy, self-serving press and media, and for-profit mega corporations, but to serve true learning and personal growth. There are many tools we can use to lead change. This article introduces the concept of Positive Turbulence, an intentional, disruptive approach for positive change, to the education industry.

Abstract: Strategic planning is an important tool, but the sole dependence on it across departments and campuses has resulted in the underutilization of equally important methods of analysis. The evolution of higher and postsecondary education necessitates a systemic industry analysis, as the combination of new providers and delivery mechanisms and changing social parameters gives rise to increased competition and innovation. This article tests the applicability of Porter’s five forces model to the higher education industry. While the model provides significant insight into the industry, it has been revised in this article to incorporate government as a prominent sixth force in the analysis.

Abstract: Contends that most planners make assumptions about planning and about human and institutional ability to change, and that these assumptions necessarily impact the outcome of strategic planning efforts. Examines the functions served in planning comprehensive institutional change, and suggests that planning failures reflect too great a focus on technique and outcome. Applies the analogy of human development to illustrate the organizational life cycle, with an exploration of institutional "identity issues" – the physical, social, and psychological aspects, as well as the institution’s sense of self.